TY - JOUR TT - BALANCED SCORECARD IN MANAGEMENT ACCOUNTING AND ITS APPLICATION TO INSURANCE COMPANIES IN TURKEY AU - Ege, Ilhan AU - Sener, Zeynep PY - 2017 DA - September DO - 10.17261/Pressacademia.2017.689 JF - Journal of Economics Finance and Accounting JO - JEFA PB - Suat TEKER WT - DergiPark SN - 2148-6697 SP - 215 EP - 223 VL - 4 IS - 3 KW - Firm performance KW - management accounting KW - balanced scorecard KW - AHP KW - insurance companies N2 - Purpose - This paper examines the insurance companies’ (in Turkey) opinionsregarding balanced scorecards and techniques they used to measure performance. Methodology - A questionnaire form primary was sent to the Associationof the Insurance and Reinsurance Companies in Turkey to identify sub-criteriato be used four perspectives of balanced scorecard. 41 experts responded to thequestionnaire. In accordance with the data, another questionnaire was preparedto determine performance measurement, perspectives, criteria and balancedscorecard. Then the second questionnaire was sent to 43 companies (excludingpension companies because of different criteria). 30 companies responded to thequestionnaire. The data about opinion of performance measurement and balancedscorecard were analyzed by using SPSS. However, the data about performancecriteria, perspectives were analyzed by Analytical Hierarchy Process. For thisanalyze, we used the geometric mean of 30 companies. Findings- Findings indicate that insurance companies (66.7%) prefer balanced scorecardas a tool for performance measurement. It is observed that customer and financial perspectives were found to be the most highlighted perspectivesthan other ones, internal business processes and learning-growth perspectives, among performance perspectives utilized.Besides, two insurance companies use ‘competence perspective’ in addition tothe four perspectives in their balanced scorecard.Conclusion- Insurance companies can make use of these criteria toimprove their performance and work more effectively by elaborating the criteriawhich reduce their performance. In this way, as they improve their performance,they can contribute to the economy, especially the finance sector. CR - Ağca, V., and Tunçer, E. (2006). Çok boyutlu performans değerleme modelleri ve bir balanced scorecard uygulaması. Afyon Kocatepe Üniversitesi İ.İ.B.F. Dergisi. 8: 173-193. CR - Ahn, H. (2001). Applying the balanced scorecard concept: an experience report, Long Range Planning, 34: 441-461. CR - Ak, R. and Öztayşi, B. (2009). 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